Redesigning Emergency Rooms into Experience Rooms
Follow Your Nose to Enhanced Customer Experiences
Lane Bryant: Creating a Body Positive Customer Experience
Designing an Anti-Hero Brand
Creating In-Game Customer Experiences
Eataly's Third Place and the Customer Experience
Leaning In Together: Empowering Women Through Advertising
When Sheryl Sandberg’s book, Lean In, was released in 2013, many championed it as the modern-day feminist movement for women in the workplace. However, the book has been divisive in its reception, as some felt it was a sales pitch for privileged women and did not speak to the nation’s ‘average’ female worker. Despite the differences in opinion, here are two main ideas that customer experience designers can take away from the “Lean In” movement:
Experiencing the Charm Behind the Pandora Charms
Emma affectionately gazed at the new charm on her bracelet, the Eiffel Tower, as she flew back home. Unable to resist the urge, she had also purchased a Safari charm at the Paris Pandora store. Now playing with it, she smiled as she pictured herself exploring the Ngorongoro Conservation Area in Tanzania. Meanwhile, at Milan’s Pandora store, Anna and her parents eagerly scanned the showcases for the perfect charm to celebrate her acceptance into her dream school – York University’s Schulich School of Business. “I think you should go with the Brighton Lipstick Charm! It’s perfect for an aspiring business woman like you,” said the charming salesperson. Like many women, Emma and Anna have figured out the ideal way of expressing their deepest interests and aspirations: through Pandora charms.
What Brands Can Learn from Gen Snapchat
Redesigning Facebook’s ‘Like’
Emotional Branding and Cause-Marketing: The Ideal Partnership
What Gives Red Bull Wings? Creating a Successful Market-Oriented Organization
Building Retro Brands: Harley Davidson and the 4 As
After a seemingly unstoppable growth period during the beginning of the 21st century, the iconic American brand Harley Davidson was in serious trouble. Not only did the 2008 global economic crisis hit it hard, but more importantly, its core target market was shrinking fast (Seizemore 2013). Composed primarily of American Baby Boomer males, this aging demographic had plenty of disposable income and sought an escape from the monotony of daily life by indulging their long-lost aspirations of rebellion (Holt 2004). As profitable as this market segment once was, Harley Davidson had no choice but to shift branding gears and create new customer experiences.